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NEW QUESTION # 16
Backlog items in an Expedite class of service can break WIP limits.
- A. False
- B. True
Answer: B
NEW QUESTION # 17
The Spanning Palette can apply to the Team Level.
- A. False
- B. True
Answer: B
Explanation:
The Spanning Palette is a set of roles and artifacts that may apply across multiple SAFe levels, including Team, ART, Solution Train, and Portfolio. The Spanning Palette includes functions like System Architect, Release Management, Shared Services, and more. SAFe explicitly notes that these elements are used "as needed at each level, including the Team level, depending on context." References:
SAFe 6.0 Website: Spanning Palette
SPC 6.0 Guide: "Spanning Palette elements are used across one or more SAFe levels, including the Team level."
NEW QUESTION # 18
Why is capacity allocation important in SAFe?
- A. So that the team is able to meet its Iteration Goals.
- B. So that team members collaborate better.
- C. So that the work can be better estimated.
- D. So that teams continuously invest in the Architectural Runway.
- E. It helps resolve conflicts between Feature teams and component teams.
Answer: E
NEW QUESTION # 19
What role would a traditional program manager most likely take on in SAFe?
- A. Release Train Engineer or Value Stream Engineer.
- B. Scrum Master
- C. Product Manager
- D. Business Owner
Answer: A
Explanation:
In the transition to SAFe, traditional program managers most often assume the role of Release Train Engineer (RTE) or Value Stream Engineer (VSE).
The RTE is described as "the chief Scrum Master for the train," focusing on program-level facilitation, coordination, and execution-duties very similar to those of a traditional program manager.
The VSE supports the coordination of multiple ARTs in a Solution Train.
The SAFe Practice Consultant (SPC) 6.0 guide explicitly notes:
"Program managers typically become Release Train Engineers (RTEs) or Value Stream Engineers (VSEs) in SAFe, as these roles align with their experience in coordinating teams and managing delivery at scale." References:
SAFe 6.0 Website: Release Train Engineer
SPC 6.0 Guide, "Leading the Change" section: "Program Managers may serve as RTEs or VSEs, leveraging their background in multi-team delivery."
NEW QUESTION # 20
A Scrum Master asked you to help her use systems thinking to identify the backlog items that would improve the system as a whole. Select one item that uses systems thinking most effectively.
- A. Make daily stand-ups more engaging and strictly timeboxed.
- B. Review the burn-down chart at each retrospective to improve team estimating.
- C. Increase unit test coverage.
- D. Involve representatives of department teams in Iteration Planning and Demos.
Answer: D
Explanation:
Systems thinking in SAFe focuses on optimizing the entire system, not just individual components. Involving representatives of department teams in planning and demos broadens feedback, uncovers cross-team dependencies, and improves flow across the system, rather than optimizing for one team.
References:
SAFe 6.0 Website: Systems Thinking
SPC 6.0 Guide: "Systems thinking encourages improvements that benefit the whole system."
NEW QUESTION # 21
Why is it important to train Product Owners and Product Management before launching the Agile Release Train (ART)?
- A. Because training the leaders for the first time should not occur with the teams
- B. It will help them determine how to organize the ART
- C. To help facilitate the first PI Planning event
- D. To have a better-prepared ART Backlog for the first PI Planning
Answer: D
Explanation:
Training Product Owners and Product Management before the ART launch ensures the ART Backlog is well- prepared for the first PI Planning. This training allows them to understand their roles, align on priorities, and develop a clear and actionable backlog, which is crucial for a successful ART launch and the first PI Planning event.
References:
SAFe 6.0, "ART Readiness Checklist" and "Train Product Owners/Product Managers" before PI Planning SPC 6.0 Study Guide, "Launching an Agile Release Train"
NEW QUESTION # 22
A Scrum Master asked you to help her use systems thinking to identify the backlog items that would improve
the system as a whole. Select one item that uses systems thinking most effectively.
- A. Involve representatives of department teams in Iteration Planning and Demos.
- B. Review the burn-down chart at each retrospective to improve team estimating.
- C. Increase unit test coverage.
- D. Make daily stand-ups more engaging and strictly timeboxed.
Answer: D
NEW QUESTION # 23
(Select 3) What are three ways to coordinate across Value Streams?
- A. Empower the Value Stream Engineer to coordinate all teams in the Value Stream.
- B. Fund the Portfolio, not the Value Streams.
- C. Apply cadence and synchronization.
- D. Move teams across Value Streams to respond to changing business demands.
- E. Establish Enterprise architecture.
- F. Create a Portfolio Vision and Roadmap.
Answer: C,E,F
NEW QUESTION # 24
Vikas is a new Solution architect and is trying to understand the Solution Context. What is the most important
factor for him to consider?
- A. The Economic Framework for the Value Stream.
- B. The environment in which the Solution is deployed.
- C. The acceptance Criteria for the Capabilities.
- D. Job sequencing for the Epics in the Value Stream Backlog.
Answer: B
NEW QUESTION # 25
(Select 2) What are the ways to evolve the Solution Intent from variable to fixed scope?
- A. Building prototypes
- B. Adapting WIP limits
- C. Modeling
- D. Creating work breakdown structures.
Answer: A,C
Explanation:
Solution Intent captures the "single source of truth" regarding the current and intended behavior of the solution. As solutions evolve, so does the Solution Intent-from variable (unknown, undecided) to fixed (known, decided). Ways to evolve the Solution Intent include:
Modeling: Documenting aspects of the solution using models helps clarify and fix certain elements.
Building prototypes: Prototypes allow for validation and learning, which in turn help evolve the intent from exploratory (variable) to more defined (fixed).
Creating work breakdown structures is not a recommended SAFe practice for evolving Solution Intent.
Adapting WIP limits pertains to flow, not directly to Solution Intent.
References:
SAFe 6.0 Framework: Solution Intent
SAFe 6.0 SPC Guide: "Building Solutions with Agile Product Delivery" module
NEW QUESTION # 26
(Select 4) Lean-Agile Leaders ______________.
- A. Run successful Agile Release Trains.
- B. Manage the most critical day-to-day activities of team members.
- C. Proactively eliminate impediments.
- D. Embrace the values of Lean.
- E. Lead the teams
- F. Facilitate relentless improvement
Answer: C,D,E,F
Explanation:
Lean-Agile Leaders:
A: Provide leadership and vision (lead, not manage day-to-day).
B: Proactively eliminate impediments, enabling teams.
D: Facilitate relentless improvement, driving a culture of learning.
E: Embrace and model Lean values.
Running ARTs (C) is the responsibility of the RTE, not all leaders. Managing day-to-day tasks (F) is command-and-control, not Lean-Agile leadership.
References:
SAFe 6.0 Website: Lean-Agile Leadership
SPC 6.0 Guide: "Lean-Agile leaders lead by example, embrace Lean values, enable teams, and drive improvement."
NEW QUESTION # 27
(Select 3) What are the primary reasons to limit WIP?
- A. Expand context switching
- B. Increase throughput
- C. Make it easier to visualize the important work
- D. Decrease wait times
- E. Reduce multiplexing
Answer: B,D,E
Explanation:
Limiting WIP:
Reduces multiplexing (A): Teams and individuals do less context switching and focus more.
Decreases wait times (B): Items flow through the system faster with less time spent waiting.
Increases throughput (E): Limiting WIP ensures more items complete in a given period.
"Limiting WIP decreases wait times, reduces context switching (multiplexing), and increases throughput." (Source: SAFe 6.0 Framework: Principle #6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths.)
NEW QUESTION # 28
What metric measures the organization's proficiency in the practices that enable Business Agility?
- A. Outcome
- B. Competency
- C. Flow
- D. Performance
Answer: B
Explanation:
SAFe 6.0 uses "Competency" as the primary metric to measure an organization's proficiency in the seven core competencies that enable Business Agility. These are assessed using the SAFe Business Agility Assessment and the SAFe Core Competency Assessments. The results show how well the organization is performing in practices that drive Business Agility.
References:
SAFe 6.0, "Measuring Business Agility" and "SAFe Core Competency Assessments" SPC 6.0 Guide, "Accelerating to Business Agility"
NEW QUESTION # 29
What can assist with planning for a Lean Portfolio Management (LPM) implementation?
- A. Running the Portfolio Sync every two weeks
- B. Facilitating the Getting Started with LPM workshop
- C. Measuring the results of Portfolio Strategic Themes
- D. Leveraging the LPM practice content in Studio
Answer: B
Explanation:
Facilitating the "Getting Started with LPM" workshop is a key SAFe recommendation for organizations planning a Lean Portfolio Management implementation. This workshop helps leaders align on LPM concepts, define portfolio roles, and create an actionable roadmap for implementation.
References:
SAFe 6.0, "Getting Started with LPM" workshop in "Lean Portfolio Management" SPC 6.0 Guide, "Exploring Lean Portfolio Management"
NEW QUESTION # 30
Select 2) You are prioritizing Epics and the group cannot reach a consensus on WSJF parameters. What would
be the best course of action to reduce inconsistencies?
- A. Take time to provide more detailed specifications for each Epic.
- B. Collect additional input from other stakeholders.
- C. Change the scale for WSJF parameters.
- D. Split Epics into Capabilities, prioritize them, and combine those priorities back to the Epic level.
- E. Use strategic themes to help the group understand how an Epic contributes to the realization of the
enterprise business strategy.
Answer: A,E
NEW QUESTION # 31
What are the SAFe Core Values that typically resonate with executives when talking about SAFe?
- A. Built-in Quality, program execution, alignment, transparency.
- B. Empowerment, self-managing teams, decentralization of control, value.
- C. Built-in Quality, cadence, synchronization, trust.
- D. Lean Leadership, Built-in Quality, Agile Architecture, product flow.
Answer: A
Explanation:
SAFe defines four Core Values: Alignment, Built-in Quality, Transparency, and Program Execution. These values help executives understand the framework's foundation and address concerns about consistent delivery, quality, trust, and business alignment.
"SAFe's four core values are: Alignment, Built-in Quality, Transparency, and Program Execution." (Source: SAFe 6.0 Framework: Core Values; SPC 6.0 Guide, "Becoming a Lean-Agile Leader")
NEW QUESTION # 32
Which of the following tools helps identify strategic options to create a better future state for the Portfolio?
- A. TOWS
- B. Portfolio Canvas
- C. Portfolio Kanban
- D. SWOT
Answer: A
Explanation:
The TOWS matrix (an extension of SWOT analysis) helps identify strategic options by matching external opportunities and threats with internal strengths and weaknesses. SAFe explicitly recommends the TOWS tool for creating and evaluating strategic options to improve the portfolio's future state.
References:
SAFe 6.0, "Portfolio Vision and Strategy" (TOWS and SWOT comparison)
SPC 6.0 Guide, "Exploring Lean Portfolio Management"
NEW QUESTION # 33
(Select 4) What are the 4 primary reasons why long queues are bad.
- A. Lower quality
- B. Higher variability
- C. Less cross-training
- D. Decreased motivation
- E. More multitasking
- F. Slower delivery
Answer: A,B,D,F
NEW QUESTION # 34
What role would a traditional program manager most likely take on in SAFe?
- A. Release Train Engineer or Value Stream Engineer.
- B. Product Manager
- C. Scrum master
- D. Business Owner
Answer: A
NEW QUESTION # 35
(Select 2) When might Feature size not be a good substitute for the duration of WSJF?
- A. The Feature did not originate from a Program Epic.
- B. The Feature involves a remote third-party vendor that has a formal scope-approval process.
- C. The Feature has not yet been broken down into user stories by the Product Owner.
- D. The Feature did not originate from a Value Stream Capability.
- E. The Feature involves a team or team members who represent a bottleneck.
Answer: D,E
NEW QUESTION # 36
What is the primary purpose of the management meeting at the end of Day 1 of PI Planning?
- A. To assign business value to the teams' draft PI Objectives.
- B. To design the next generation of the product.
- C. To make adjustments to the PI scope and address program challenges.
- D. To evaluate the performance of teams.
Answer: C
NEW QUESTION # 37
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